Dairy Board Chair Job Description (Free Template)

This Dairy Board Chair job description sets out the main duties, qualifications, skills and measures of success for the role, which is also known as Chairman, Chairperson, Chair of the Board or Non-Executive Chair. Download it free as a Word or PDF template and adapt it for your own vacancy.

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Job title	Dairy Board Chair
Also known as	Chairman, Chairperson, Chair of the Board, Non-Executive Chair
Department	Dairy leadership and board
Reports to	Board, and accountable to shareholders or, in co-operatives, farmer members
Direct reports	None. The Chief Executive Officer is accountable to the Board, and the Chair leads that relationship

What does a Dairy Board Chair do?

Leads the Board of a dairy business and makes sure it works effectively in setting strategy, overseeing performance and holding management to account. Works closely with the Chief Executive, upholds high standards of governance and, in co-operatives, leads the Board's relationship with farmer members.

Dairy Board Chair duties and responsibilities

Board leadership

Lead the Board and set agendas that focus on strategy, performance, risk and culture
Run meetings that encourage open debate, constructive challenge and clear decisions
Make sure directors receive accurate, timely and clear information
Uphold directors' duties, including acting in the best interests of the company or co-operative
Make sure conflicts of interest are declared and handled properly

Strategy and oversight

Lead the Board in setting strategy, risk appetite and long-term goals for milk supply, markets and investment
Make sure the Board oversees financial performance, capital allocation and major plant investments
Keep the Board focused on key risks such as food safety, commodity volatility, climate and supply resilience
Lead the Board's response to crises such as a major food safety incident or market shock

Working with the Chief Executive

Build an open, trusting and challenging relationship with the Chief Executive
Agree the Chief Executive's objectives with the Board and lead the annual performance review
Act as a sounding board for the Chief Executive while respecting the line between Board and management
Lead Chief Executive succession planning and appointment with the nomination committee

Board composition and effectiveness

Lead the nomination committee in planning Board succession and the right mix of skills and independence
Ensure new directors receive a thorough induction and all directors keep their skills up to date
Lead an annual Board evaluation and act on the findings
Make sure the audit, remuneration, nomination and risk committees are well chaired, resourced and effective

Members, shareholders and stakeholders

Lead the Board's relationship with shareholders or, in co-operatives, farmer members
Chair general and member meetings and explain Board decisions clearly
Make sure the Board understands farmer-member views on milk price, capital, supply terms and governance
Weigh the interests of members, customers, employees, lenders and communities in Board decisions
Represent the business with industry bodies, key customers, lenders and government where appropriate

Governance, ethics and culture

Set the tone from the top on integrity, safety and ethical conduct
Make sure governance arrangements meet company and co-operative law and the business's constitution
Keep the Board's oversight role separate from day-to-day management

Dairy Board Chair qualifications and experience

Essential

Substantial board experience, including as a chair, senior director or committee chair
Senior leadership experience in dairy, food, agriculture or another relevant sector
Deep understanding of directors' duties, fiduciary responsibilities and corporate governance
Proven ability to lead a board, build consensus and manage strong views
Strong financial literacy and experience of overseeing major investment and funding decisions
Ability to act independently and manage any personal interests, including as a farmer member where relevant

Desirable

Experience of chairing a co-operative or farmer-owned business
Experience of international markets, exports or commodity businesses
Experience of leading a board through a merger, major investment or crisis
Formal director or governance training

Skills and attributes

Leadership and facilitation of debate
Strategic thinking and sound judgement
Relationship building and trust
Diplomacy and conflict resolution
Clear communication with members, shareholders and the public
Integrity and independence of mind
Coaching and mentoring of senior leaders

How success is measured

Board evaluation results, including the effectiveness of the Chair
Progress of the business against its agreed strategy
Strength of Board and Chief Executive succession plans
Quality of governance, including committee effectiveness and audit outcomes
Shareholder or farmer-member confidence, shown through meetings, votes and feedback
Timely Board decisions on major investments and risks

Working conditions and safety

Part-time appointment with a greater time commitment than other directors, covering Board and committee meetings, regular contact with the Chief Executive, member meetings and stakeholder events. More time is needed during major decisions or crises.

Lead by example on health, safety, food safety and animal welfare
Uphold the code of conduct and all legal and compliance requirements
Raise concerns and report incidents promptly

Dairy Board Chair interview questions

Use these questions to assess candidates for a Dairy Board Chair role. Each one includes what a good answer shows.

How would you set the Board's agenda to keep it focused on what matters most?
What a good answer shows: Agrees an annual plan with the Chief Executive and company secretary, prioritises strategy and risk, and limits time on routine reports.
What would your priorities be in your first year as Chair of a dairy business?
What a good answer shows: Understands the business and its members, builds the Chief Executive relationship, reviews Board make-up and governance, and agrees strategic priorities.
How do you lead a Board in setting strategy amid commodity volatility and changing milk supply?
What a good answer shows: Uses scenarios, sets a clear risk appetite, tests the resilience of plans, and keeps long-term investment decisions on track.
In a co-operative, how do you balance members' wish for a high milk price with the need to invest?
What a good answer shows: Explains the trade-offs openly, uses clear milk price and retention policies, consults members, and protects long-term viability.
Two directors are in persistent conflict and it is disrupting Board meetings. How do you deal with it?
What a good answer shows: Speaks to each privately, focuses on Board effectiveness, sets clear expectations, uses evaluation findings, and acts firmly if behaviour continues.
Farmer members are angry about a milk price cut and call for the Board to resign. What do you do?
What a good answer shows: Listens and meets members, explains the reasons honestly, sets out the plan, and keeps the Board united without dismissing fair concerns.
How do you keep the line between the Board's oversight and the Chief Executive's management role?
What a good answer shows: Clear delegated authorities, regular one-to-ones with the Chief Executive, challenge through the Board rather than direct intervention, and respect for management.
How would you lead the Board through a major food safety crisis?
What a good answer shows: Backs the Chief Executive's response, convenes the Board quickly, keeps consumer safety first, oversees communications and reviews lessons afterwards.
How do you assess and develop the performance of the Chief Executive?
What a good answer shows: Agreed objectives, regular honest feedback, input from other directors, an annual review, and support balanced with accountability.
How do you build a Board with the right mix of skills, experience and independence?
What a good answer shows: A skills matrix, succession planning with the nomination committee, open recruitment, thorough induction and regular evaluation.

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Frequently asked questions

What does a Dairy Board Chair do?

What qualifications does a Dairy Board Chair need?

Employers usually look for: substantial board experience, including as a chair, senior director or committee chair; senior leadership experience in dairy, food, agriculture or another relevant sector; deep understanding of directors' duties, fiduciary responsibilities and corporate governance.

Who does a Dairy Board Chair report to?

A Dairy Board Chair usually reports to the Board, and accountable to shareholders or, in co-operatives, farmer members. Direct reports typically include none. The Chief Executive Officer is accountable to the Board, and the Chair leads that relationship.

Can I use this Dairy Board Chair job description for my own vacancy?

Yes. Download the free Word template, add your location, contract and salary details, and adapt the duties to your site. You can then advertise the role on Dairy Jobs.